Senin, 17 Oktober 2011

Source of Leader Power

Power is the capacity to affect the behavior of
others. Leaders in organizations typically rely on some or all six major types
of power:

Legitimate
power stems from a position’s placement in the managerial
hierarchy and authority vested in the position. When we accept a job with an
organization, we are ussualy aware that
we will recieve direction related to our workfrom an immediate boss and
others in the hierarchy. Normally we accept such directions as legitimate
because these persons hold positions of authority.

Reward
power is based on the capacity to control and provide
valued rewards to others. Most organizations offer an array of rewards that may
be under a manager’s control, including pay raises, bonusses, promotion recommendations,
etc.

Coercive
power depends on the ability to punish others when they
do not engage in desired behavior. Forms of coercion or punishment that a
manager may be empowered to use include criticisms, reprimands, suspensions,
warning letters that go into an individual’s personnel file, negative
performance appraisal, demotions, withheld pay raises, and terminations.

Expert
power is absed on the possesion of expertise that is
valued by others. Managers often have considerable knowledge, technical skills,
and experience that can be critical to subordinates success.

Information
power result from acces to and control over the
distribution of important information about organizational operations and
future plans. Managers usually have better access to such information than
subordinates and some discretion over how much is disseminated to work-unit
members.

Referent
power result from being edmired, personally identified
with, or liked by others. When we admire people, want to be like them, or feel
friendship toward them, we more willingly follow their directions and exhibit
loyalty toward them. Some observers argue that former CEO Lee Iacocca’s initial
success in turning around the chrysler corporation was based partially on the
fact that he possessed referent power in relation to the work force.